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The purpose of the paper is to model the modern global practice of social management of human capital – at the state and corporate levels – to determine the perspectives of its optimization and to develop the basic principles of a new methodological approach to social management of human capital, which is preferable in the conditions of social market economy.

The author uses mathematical tools, including correlation and regression analysis. These are applied to determine the influence of each of the 12 indicators for the labor market that are presented as part of The World Economic Forum's (WEF’s) ”The Global Competitiveness Report 2019” on The United Nations Development Programme's (UNDP) Human Development Index. The research objects are countries from each of the four categories of nations, as distinguished by UNDP, in the Human Development Index. By unifying the 2019 data from UNDP and WEF, a data set is formed.

It is substantiated that in modern economic practice, it is impossible to achieve the “ideal” conditions necessary for applying existing methodological approaches to the social management of human capital, which reduces how effectively current approaches function. Foundation on the existing methods leads to uncertainty as to management of human capital, which is social by 95.14% in 2019. Though the achieved value of the social management of human capital is close to being optimal, it is still not enough to achieve a high level of human development, which was 0.685 on average for the global economy in 2019 and is likely to increase by 31.43% until 2025, for acknowledging the social market status of the modern economy.

It is proven that there is a need for a new, mixed, methodological approach to the social management of human capital, which would optimally combine the best practices of both state and corporate management. The principles for the practical implementation of such an approach are offered, and proposals are developed to substantiate the contribution of this approach to the achievement of the global goals of sustainable development.

Analyze the importance of sustainable innovation strategy applied in manufacturing companies in Indonesia which affects the company's financial performance through several mediating variables.

The population in this research was medium and large manufacturing company business units in East Java. Business units are part of a company considered as the profit center. The business unit as the unit of analysis in this research is part of the organization that: (1) is responsible for the production and marketing of a product or set of products; (2) is formed by product type; (3) has its own competitors which are different from competitors of other business units or divisions within a parent company; (4) has a manager who is responsible and has authority over the planning and implementation of strategies to achieve the specified profit target.

Innovation strategy has a significant effect on financial performance. Human capital does not significantly mediate the relationship between innovation strategy and financial performance. Capital performance and internal performance do not mediate the relationship between innovation strategy and financial performance. Management accounting information system does not mediate the relationship between innovation strategy and financial performance. Internal process performance mediates the relationship between innovation strategy and financial performance. Management accounting information system and internal process performance mediate the relationship between innovation strategy and financial performance.

The difference in findings confirms that this research needs to be conducted. On the other hand, there is no research that has comprehensively tested the mediating effects of Human Capital and Management Accounting Information System in the relationship between Innovation Strategy and Internal Process Performance and the Impact on Corporate Financial Performance. The originality of this research can be seen in the use of contingency theory which narrows the gap between the industrial organization (I/O) paradigm and the resource-based view (RBV) regarding competitive advantage and performance. Specifically, this research introduces innovation strategy, human capital, management accounting information system, and internal business process performance as the contingency factors that affect financial performance. Second, empirically, this research tries to reduce the gap in empirical research by offering new research model and new research establishment at the level of strategic business units (SBU) in manufacturing companies in East Java. This research is expected to be useful for policy decision making, especially for managers who want to improve strategic business unit's financial performance.

The purpose of this study is to present a hybrid analytic network process (ANP) and data envelopment analysis (DEA) method for ranking organizational units as well as prioritizing organization’s human capital management criteria.

In the proposed DEA model, human capital management criteria are considered as the inputs and organizational commitment considered as the output of DEA model. Afterward, the organizational unit’s efficiency and the weight of human capital management criteria are evaluated through DEA and the data are considered as the basis of ANP model.

The results of prioritizing the drivers of human capital management were showed that leadership practices, human capital management and learning capacity are the most important ones. Also, the findings proved that the proposed integrated DEA/ANP can be helpful in managerial issues.

Filling the super-matrix and designing the questionnaire of ANP have always been the challenge of scholars because of the large number of data it requires. One of the main advantages of the proposed hybrid method in this research is that it resolves the above-mentioned problem of ANP.

The results of the proposed method may provide managers this opportunity to better analyze the condition of organizational units from human capital management perspective and focus on the most important activities in this context. Moreover, the proposed hybrid method can help scholars to better use both DEA and ANP techniques and obtain more reliable findings.

In this study, DEA efficiency measures of units, and the weights of inputs and outputs of DEA model are used to fill the super-matrix of ANP. In addition to having a logical approach, this method provides more reliable results and enjoys the advantages of both ANP and DEA techniques.

The purpose of this study is to analyze the role of employees’ career management processes and the relationship between human capital and interim leadership role importance.

Responses of 413 Indian manufacturing employees with middle or top‐level management positions and who have worked as interim leaders in their organizations, were used in this study.

The results of a series of hierarchical regression analyses showed that involvement in career management activities plays a mediator role in the relationship between human capital and interim leadership. More specifically, human capital variable age is a deciding factor to accept an interim leadership position in the Indian manufacturing industry.

This study focuses on the impact of employees’ career management process on choosing interim leadership positions. In other words, employees considerably invest on interim leadership positions to achieve career success through exploring the career, focusing on career goals, and implementing career strategy.

It is the first time that the nexus of interim leadership is empirically studied with both human capital and career management concepts. This study adds value to leadership literature since assessing interim leadership performance is one of the criteria for succession planning and has great potential to change organizational hierarchical structure.

The purpose of this paper is to test a theoretical framework that examines the relationship of green human capital availability in the adoption of reverse logistics practices and remanufacturing operations performance.

The conceptual framework for this study is drawn upon contingent resource based view theory. The hypotheses are tested by drawing 250 samples from automotive manufacturing firms operating in an emerging economy (South Africa) using questionnaires designed for a single respondent. The path modelling is performed using WarpPLS software.

Availability of green human capital is found to positively influence reverse logistics adoption and remanufacturing operations performance. Top management commitment exerts a moderating effect on the path availability of green human capital and reverse logistics adoption while it shows no-moderating effect on the path availability of green human capital and remanufacturing operations performance. Sustainability culture exerts a moderating effect on the path availability of green human capital and reverse logistics adoption. It also exerts a moderating effect on the path availability of green human capital and remanufacturing operations performance. Reverse logistics adoption is found to positively influence remanufacturing operations performance.

First, it is important that managers must focus on increasing the availability of green human capital in the organisation. Second, focus is required on reverse logistics adoption process. Third, focus must be given towards cleaner remanufacturing production methods. Fourth, senior management must exhibit commitment towards green projects. Finally, managers must focus on creating sustainability culture in the organisation.

The results provide further understanding of human resource management in managing reverse logistics adoption and remanufacturing operations.

The purpose of this paper is explore an organizational design that allows firms to invest in transferable strategic human capital. Strategic human capital requires considerable investment in training costs, effective compensation, opportunities for professional development and expectancy of long employment relationship within a firm. A firm can undertake investment in strategic knowledge and workers can engage in learning only in these circumstances. However, there are a number of risks that are associated with investment in strategic human capital within a firm. In this paper, the author argues that providing strategic human capital to other firms within alliances could be a strategy for leveraging resource. Strategic knowledge facilitates transactions between firms possessing co-specialized human capital and tangible resources. Organizational design of an alliance based on co-specialization allows to balance costs and returns for the human capital supplier, as well as for beneficiary and workers. Within an alliance, the human capital supplier provides workers to a beneficiary firm and coordinates their activities. Supplier specialized in human capital investment ensures improved performance, productivity and efficiency of workers. Possibility to form a greater pool of labor force and to centralize training allows optimizing cost and sharing risks associated with investment activity among alliance participants. Human resource practices in an alliance system foster long-term employment relationship. Entering an alliance increases number of job positions, professional development opportunities through horizontal mobility, promotion and learning opportunities for workers. Finally, alliances allow leveraging investment in human capital beyond a single organization.

This paper conceptualizes the use of alliance based on co-specialization as a strategy to optimize investment in strategic human capital resource. It draws upon the resource-based view (Barney, 1991; Wernerfelt, 1995) and transaction cost theory (Coase, 1937; Williamson, 1981) to examine an alliance as a strategy for leveraging the human capital resources for accessing new markets, building reputation and sharing the risks across more than one organization.

First, the paper reviews the theoretical literature on human capital as a strategic resource (Becker, 1962; Coff, 1997), its sourcing on internal and external labor markets and respective employment systems (Delery and Doty, 1996; Doeringer and Piore, 1971). Second, it focuses on the features of human capital resource (Barney, 1986; Chi, 1994; Doz and Hamel, 1998). Third, it conceptualizes the use of alliances based on co-specialization as organizational structures for investment in human capital across organizations and examines respective employment system and HR practices (Delery and Doty, 1996; Doeringer and Piore, 1971). As result, the author argues that an alliance can be an alternative mean to optimize returns on investment in human capital with strategic transferable knowledge. By consequence, the author describes an alliance employment system and illustrates the arguments with a case of human capital trading in a co-specialization alliance under a long-term management contract in the luxury hotel industry.

This paper discusses collaborative ventures as a sourcing strategy of the human capital. An alliance strategy is relevant for sourcing the strategic human capital resources. Human capital resource can be accessed by firms through transfer of skills and organizational routines within collaborative agreements, such as alliances based on co-specialization. In this case, alliance is an organizational architecture between organizations that improves the efficiency and productivity, reduces marginal cost on training due to larger scale of operations and reduces risk by splitting investment in human capital and by offering more career and development opportunities for strategic knowledge workers.

The purpose of this paper is to analyse how insurances can be used in the management of human capital risks. The issue is highlighted in the context of small and medium‐sized enterprises (SMEs).

Building on literature on intellectual liabilities, the paper provides a comprehensive picture of human capital related risks, emphasising their effects on SMEs. The issue is analysed empirically through a qualitative case study of an insurance company.

The paper divides the identified human capital risks into insurable and uninsurable risks, determining a specific insurance solution for each insurable risk. Based on the results, pension, accident, health, life, liability and crime insurances are the most useful types of insurances for the management of human capital risks.

The generalisability of the findings is limited by the methodological choice. As the study is conducted from the viewpoint of an insurance provider, it does not consider the effectiveness of the suggested insurances in practice. Thus, more empirical studies on the approach are called for.

This paper creates a basis for the better recognition of the various human capital risks in companies and describes how insurances can be applied for the management of these risks.

In addition to considering human capital risks as an entity, the paper contributes to the research on knowledge asset protection by examining a practical risk management method for these risks. According to the authors' knowledge, insurances have not been introduced in this context before.

Knowledge management literature highlights the fact that, in the new economy, the achievement of a sustained competitive advantage depends on firm’s capacity to develop and deploy its knowledge‐based resources. However, not all resources are equally important for the achievement of this competitive edge. In this sense, this paper proposes an integrative framework for the analysis of human capital combining the advances from three different areas of research: knowledge management, intellectual capital, and strategic human resource management. Juxtaposing two dimensions – value and uniqueness – it analyzes the different forms of firm’s human capital. These are the following: idiosyncratic, ancillary, core and compulsory. Furthermore different human resources practices that should be used to manage such specific forms of human capital are described.

Despite the strong influence of Hambrick and Mason’s (1984) seminal work, the effects of top management team (TMT) characteristics on strategic processes remain unclear. This study aims to go beyond the traditional upper echelon theory and to propose a human capital taxonomy of TMTs from the perspective of top human resources managers.

The research integrates arguments from the strategic human capital and strategic issue diagnosis literatures. An exploratory cluster analysis was conducted in an attempt to describe different human capital typologies in TMTs in a sample of 120 Spanish companies.

The exploratory analysis showed three distinct human capital profiles: “technocratic teams”, “highly skilled teams” and “operational teams”. In addition, this paper provides preliminary results about the effects of each profile in the above taxonomy on strategic issue diagnostic processes, suggesting that “highly skilled teams” present the most appropriate combination of human capital attributes.

This analysis provides a guide for top managers regarding the human capital needs they may face when interpreting strategic issues in strategy formation processes.

This paper makes a twofold contribution to the extant literature: proposing an analysis of TMTs’ human capital from a synergistic perspective (“human capital profiles”) instead of using the traditional “more is better” approach and providing preliminary explanations about how those human capital combinations contribute to success in the strategic issue diagnosis process.

Green human resource management (GHRM) is critical to enhancing the ability of the companies' green innovation, but this link is rarely explored or empirically tested in the literature. Drawing upon human capital theory, the study examines a conceptual model that incorporates the effects of green human capital and management environment concern.

Data were collected from 143 firms in China, and the regression analysis and bootstrapping test were used to assess the hypothesis.

Our findings indicate that GHRM can positively influence green innovation, and green human capital mediated the link between GHRM and green innovation. In addition, management environment concern moderates the effect of GHRM on green human capital. The results further explore that the indirect effect of GHRM on green innovation through green human capital is significant for the firms with a high management environment concern, but not for this relationship with a low management environment concern.

The findings further extend the scope of GHRM research, and theoretical and practical implications of GHRM are presented to enhance environment sustainability.